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| Criterion |  Systems Thinking Current Reality Tree |  Facilitation Alignment Mapping |  Facilitation Responsibility Poker |  Facilitation Expectation Mapping |
|---|---|---|---|---|
Purposedifferent | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 2-6 h | 1-2 h | 45-90 min | 45-90 min |
Participantsdifferent | 3-8 | 4-12 | 3-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Alignment Map, Open Issues, Decision Questions | Responsibility Map, Role Agreements, Open Questions | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | AlignmentStakeholdersStrategyFacilitation | RolesResponsibilityTeamFacilitation | AlignmentStakeholdersTeam |